HBR.org - Management Tip of the DayQuick, practical management tips and ideas from HBR.orgtag:hbr.org,2009-04-14:management-tip.flex-feed2018-08-14T06:00:15Z42.371296-71.181961No Time for a Vacation? Take a Minibreak.tag:hbr.org,2009-04-14:management-tip.2018/08/14/no-time-for-a-vacation-take-a-minibreak2018-08-14T06:00:15Z2018-08-14T06:00:15ZPlanning for a vacation can be exhausting, which is why shorter “minibreaks” are so useful. For example, taking a short trip, two to three days long, to somewhere local can help you relax without requiring a lot of planning or logistics. (A minibreak is also useful if a longer trip just isn’t practical for you […]
]]>130Planning for a vacation can be exhausting, which is why shorter “minibreaks” are so useful. For example, taking a short trip, two to three days long, to somewhere local can help you relax without requiring a lot of planning or logistics. (A minibreak is also useful if a longer trip just isn’t practical for you right now.) To make the time as refreshing as possible, leave town early on Friday so that you have an extra day to explore the area. Or you might take a single vacation day and use it to reconnect with friends, meeting some for lunch and getting together with others after they finish their workday. These short breaks may not have all the benefits of a big vacation, when you can completely disconnect for a week or two, but they still give you the feeling of having “room to breathe” — and you can take them a lot more often.

]]>Instead of Complaining About a Colleague, Talk to Themtag:hbr.org,2009-04-14:management-tip.2018/08/13/instead-of-complaining-about-a-colleague-talk-to-them2018-08-13T06:00:39Z2018-08-13T06:00:39ZLet’s be honest: Sometimes complaining about a coworker feels good. But although it helps you release pent-up emotions, venting is a sideways move. In other words, we usually complain to a friend or colleague — and we rarely confront the person we’re complaining about. So the next time you want to complain, try taking it […]
]]>Harvard Business Review Staff11Let’s be honest: Sometimes complaining about a coworker feels good. But although it helps you release pent-up emotions, venting is a sideways move. In other words, we usually complain to a friend or colleague — and we rarely confront the person we’re complaining about. So the next time you want to complain, try taking it to the source of the problem. For example, let’s say a coworker yells in a meeting. Your first instinct might be to complain to another colleague about their brash behavior. Instead, take some time to calm down. Think about exactly what bothered you and what you want to complain about (it’s not OK to yell and disrespect others in a meeting). Decide what you can do to shift the person’s behavior or improve the situation (perhaps saying, “Please don’t shout in meetings — let’s respect each other in our conversations”). And then follow through by speaking to the person directly.

]]>Read the Room Before Your Next Meetingtag:hbr.org,2009-04-14:management-tip.2018/08/10/read-the-room-before-your-next-meeting2018-08-10T06:00:57Z2018-08-10T06:00:57ZIn every conversation at work, there’s the explicit discussion (the words being spoken out loud) and the tacit one — the things being communicated subtly. It’s important to know how to read a room so that you can understand what’s not being said. The best way to do this is to pay attention to the […]
]]>130In every conversation at work, there’s the explicit discussion (the words being spoken out loud) and the tacit one — the things being communicated subtly. It’s important to know how to read a room so that you can understand what’s not being said. The best way to do this is to pay attention to the people in it. Note who’s next to whom, who’s relaxed, who’s not, who’s standing, and who’s sitting. Look at their facial expressions, posture, and body language. Does the mood in the room feel tense, or relaxed? Then think about possible reasons for your colleagues’ emotional states. What’s happening in their lives and jobs? This can be tricky if you don’t know the people in the room, but you can still come up with hypotheses. Then check those hypotheses by talking to colleagues in private. You might say something like, “In the meeting I saw you furrow your brow when discussion turned to the big project. How do you feel about it?”

]]>Does Your Team’s Work Style Inconvenience Remote Employees?tag:hbr.org,2009-04-14:management-tip.2018/08/09/does-your-teams-work-style-inconvenience-remote-employees2018-08-09T06:00:45Z2018-08-09T06:00:45ZLife on a global team isn’t necessarily equitable. Employees far from headquarters often have less access to the team leader, and have to deal with regular inconveniences such as late-night calls because they’re in a different time zone. As a manager, it’s your job to ensure that remote employees aren’t carrying an extra burden. Consider […]
]]>130Life on a global team isn’t necessarily equitable. Employees far from headquarters often have less access to the team leader, and have to deal with regular inconveniences such as late-night calls because they’re in a different time zone. As a manager, it’s your job to ensure that remote employees aren’t carrying an extra burden. Consider rotating the time of weekly team calls so that everyone takes a turn at having the meeting during regular business hours (or at the very least, find the least inconvenient time for your remote employees to participate.) Even small courtesies can help distant team members feel noticed, such as translating meeting times into all the time zones that your people work in. And schedule periodic offsites for the whole team to get together and connect. If your budget allows, you can even hold these meetings in different locations around the globe.

]]>Set Boundaries When Collaborating with a Perfectionisttag:hbr.org,2009-04-14:management-tip.2018/08/08/set-boundaries-when-collaborating-with-a-perfectionist2018-08-08T06:00:55Z2018-08-08T06:00:55ZIt can be exhausting to work with perfectionists. Their unrelenting standards can lead to unnecessary stress, conflict, and missed deadlines. So how do you collaborate productively with them? To start, don’t internalize their expectations. Perfectionists tend to equate time with quality, so when you think a project is good enough to be considered done, you’ll […]
]]>11It can be exhausting to work with perfectionists. Their unrelenting standards can lead to unnecessary stress, conflict, and missed deadlines. So how do you collaborate productively with them? To start, don’t internalize their expectations. Perfectionists tend to equate time with quality, so when you think a project is good enough to be considered done, you’ll need to be thoughtful and diplomatic in explaining why. Talk about the benefits of spending time on other tasks instead of getting every detail right on this one. You should also set boundaries so that your colleague’s nitpicking doesn’t interfere with your progress. For example, if the person sends you a lot of emails, each with a different question or suggestion, you might decide to respond once per day, but that’s it. And finally, focus on building your working relationship. Having a strong relationship will assuage your colleague’s anxiety, which is often the root cause of perfectionism.

]]>Solve Complex Problems by Expanding Your Thinkingtag:hbr.org,2009-04-14:management-tip.2018/08/07/solve-complex-problems-by-expanding-your-thinking2018-08-07T06:00:07Z2018-08-07T06:00:07ZToo many leaders approach complex problems with either-or thinking: The answer is right or wrong, good or bad, win or lose. To cultivate a nuanced perspective, challenge your understanding of the problem. Ask yourself, “What am I not seeing here?” and “What else might be true?” Don’t seek out answers that just confirm what you […]
]]>130Too many leaders approach complex problems with either-or thinking: The answer is right or wrong, good or bad, win or lose. To cultivate a nuanced perspective, challenge your understanding of the problem. Ask yourself, “What am I not seeing here?” and “What else might be true?” Don’t seek out answers that just confirm what you already know. It’s also helpful to tackle this kind of challenge first thing in the morning, when your mind is fresh. Spend at least an hour on it without interruption. The dedicated time ensures that you give a complex issue the attention it needs — attention that might otherwise be consumed by less intellectually demanding tasks. And as you work, pay attention to how you’re feeling. Embracing complexity is an emotional challenge in addition to a cognitive one. You’ll need to manage tough emotions like fear and anger and get yourself out of flight-or-fight mode so that you can think more expansively.

]]>To Make Networking Less Exhausting, Bring a Talkative Colleaguetag:hbr.org,2009-04-14:management-tip.2018/08/06/to-make-networking-less-exhausting-bring-a-talkative-colleague2018-08-06T06:00:19Z2018-08-06T06:00:19ZNetworking can be good for your career, but introducing yourself to a roomful of people can also be draining. The next time you attend a conference or professional happy hour, consider bringing along a coworker to help. The two of you can divide and conquer, meaning you’ll each talk to different people and then share […]
]]>130Networking can be good for your career, but introducing yourself to a roomful of people can also be draining. The next time you attend a conference or professional happy hour, consider bringing along a coworker to help. The two of you can divide and conquer, meaning you’ll each talk to different people and then share notes. That way you’ll both expend less energy while still gathering a large number of contacts by the end of the night. Choose a colleague who is more extroverted than you and who gets excited by socializing with others. Come up with a plan for who will talk to whom. And remember that it’s OK to take a break during the event to restore your energy. Even if it’s just a few minutes long, it might give you the boost you need to get back to making small talk.

]]>If You Need to Be Invited to That Big Meeting, Prove Ittag:hbr.org,2009-04-14:management-tip.2018/08/03/if-you-need-to-be-invited-to-that-big-meeting-prove-it2018-08-03T06:00:53Z2018-08-03T06:00:53ZWe often try to cut down on the number of meetings we have. But sometimes you need to get into an important meeting. To prove you should be in the room, be proactive. Start by thinking objectively about why you weren’t invited. Was it an oversight, or an intentional decision by the meeting organizer? Ask […]
]]>130We often try to cut down on the number of meetings we have. But sometimes you need to get into an important meeting. To prove you should be in the room, be proactive. Start by thinking objectively about why you weren’t invited. Was it an oversight, or an intentional decision by the meeting organizer? Ask yourself what unique contribution you can make to the discussion. How will you advance the goal of the meeting, and how can you make that clear to the organizer? Then assess your work style. You may have been left out because of the way others perceive you—perhaps you aren’t seen as a good listener or collaborator. Consider asking your peers for feedback on how you act and then making the necessary shifts so that others can appreciate what you bring. Once you’ve taken these steps, you’ll be in a better position to secure that invitation.

]]>Presenting in English When It Isn’t Your Native Languagetag:hbr.org,2009-04-14:management-tip.2018/08/02/presenting-in-english-when-it-isnt-your-native-language2018-08-02T06:00:31Z2018-08-02T06:00:31ZIf you aren’t a native speaker of English, giving a presentation in the language may be very stressful. Using the right approach can help. Take extra time to prepare your delivery, and practice more than you think you need to. Yes, your PowerPoint slides matter, but rehearsing your presentation out loud matters even more. Start […]
]]>130If you aren’t a native speaker of English, giving a presentation in the language may be very stressful. Using the right approach can help. Take extra time to prepare your delivery, and practice more than you think you need to. Yes, your PowerPoint slides matter, but rehearsing your presentation out loud matters even more. Start your presentation by speaking slowly, and articulate your words carefully and confidently. This will help listeners acclimate to your voice, which is important in the first minute or two. (If you’re anxious about having an accent, don’t worry—everyone has one, including native English speakers.) As you continue speaking, pause often. Pausing will give listeners a chance to comprehend your message, and give you a break. To make sure they understand you, you can ask a question: “I know that I am making sense to myself in [your native language]. How am I doing in English?” Your goal doesn’t have to be to speak perfect English. Instead, focus on presenting with confidence.

]]>Stop Dominating the Conversation in Your Meetingstag:hbr.org,2009-04-14:management-tip.2018/08/01/stop-dominating-the-conversation-in-your-meetings2018-08-01T06:00:13Z2018-08-01T06:00:13ZWhen you’re leading a meeting, it’s tempting to hold the floor. After all, you called everyone together, right? But no one wants to go to a meeting where one person talks the whole time, and you’re unlikely to get what you need from the group if you’re delivering a monologue. To keep yourself in check, […]
]]>130When you’re leading a meeting, it’s tempting to hold the floor. After all, you called everyone together, right? But no one wants to go to a meeting where one person talks the whole time, and you’re unlikely to get what you need from the group if you’re delivering a monologue. To keep yourself in check, try three tactics. First, make notes and stick to them. Give yourself a time limit, and condense what you have to say into that amount of time. Second, send the agenda around in advance. Tell people whose opinions you respect that you are hoping they will speak up, and then call on them during the meeting. Third, use a round-robin format, where you go around the room and everyone has an opportunity to talk. Some people will pass, but at least they were given the chance — and didn’t have to interrupt you to get a word in.

]]>When You’re Looking for a Job, Focus on the Processtag:hbr.org,2009-04-14:management-tip.2018/07/31/when-youre-looking-for-a-job-focus-on-the-process2018-07-31T06:00:03Z2018-07-31T06:00:03ZWhen you’re applying for jobs but aren’t getting them, it’s easy to feel desperate. But don’t lose your confidence — it’s a key trait that hiring managers look for. To keep desperation at bay, shift your focus from the outcome you want (“I need a job!”) to the process you’ll use to reach it (“Here […]
]]>130When you’re applying for jobs but aren’t getting them, it’s easy to feel desperate. But don’t lose your confidence — it’s a key trait that hiring managers look for. To keep desperation at bay, shift your focus from the outcome you want (“I need a job!”) to the process you’ll use to reach it (“Here are the specific steps I’ll take”). Check for job openings and apply for positions that suit your experience. Attend networking events to get to know potential employers. Talk to friends and colleagues to find out who’s hiring. And take classes to improve your skills. Keeping your attention on these small-scale goals will ease your frustration and help you feel productive, especially if finding a job takes longer than expected. And many of these tasks are things you need to do after you get hired as well, so you’re laying the groundwork for your future success once you do land a position.

]]>To Start a Paid Speaking Career, Start Speaking for Freetag:hbr.org,2009-04-14:management-tip.2018/07/30/to-start-a-paid-speaking-career-start-speaking-for-free2018-07-30T06:00:46Z2018-07-30T06:00:46ZMany professionals would love to speak at conferences and conventions. If you’ve established yourself as a capable speaker, you may be able to find gigs that pay well. But when you’re first starting out, speaking for free is a perfectly reasonable strategy: It will let you practice and hone your skills, and it will get […]
]]>130Many professionals would love to speak at conferences and conventions. If you’ve established yourself as a capable speaker, you may be able to find gigs that pay well. But when you’re first starting out, speaking for free is a perfectly reasonable strategy: It will let you practice and hone your skills, and it will get you in front of audiences who could hire you in the future. There might be other, more tangible benefits too, such as the opportunity to travel. Some conferences will cover your travel costs even if they don’t pay a speaking fee. Once you’re offered a talk, consider asking the organization to film it so that you can use the video to find new clients. Ask for a testimonial for your website, too. Even if you aren’t being paid, speaking connects you with people who care about the same things you do, which is an invaluable experience.

]]>Don’t Let a Toxic Peer Take Down Your Teamtag:hbr.org,2009-04-14:management-tip.2018/07/27/dont-let-a-toxic-peer-take-down-your-team2018-07-27T06:00:14Z2018-07-27T06:00:14ZOne toxic person is all it takes to destroy a high-performing team. If you’re the team leader, dealing with a toxic employee is (relatively) straightforward: Acknowledge the effect their behavior is having and hold them to a higher standard. But what if the person is your peer? First, have a candid conversation with them. Explain […]
]]>130One toxic person is all it takes to destroy a high-performing team. If you’re the team leader, dealing with a toxic employee is (relatively) straightforward: Acknowledge the effect their behavior is having and hold them to a higher standard. But what if the person is your peer? First, have a candid conversation with them. Explain the effect the behavior is having on you and on the group. Next, be a role model for how you want the team to act. Make collaboration and open dialogue the standards for the group. And finally, talk to your boss. Suggest that the team hold a meeting to address challenging behaviors and conflicts. This session should not be a ruse for taking the toxic team member to task. It should be an authentic interaction in which team members discuss one another’s perspectives and increase accountability around behavior.

]]>Make a Tough Decision Easier to Accepttag:hbr.org,2009-04-14:management-tip.2018/07/26/make-a-tough-decision-easier-to-accept2018-07-26T06:00:49Z2018-07-26T06:00:49ZEvery leader has to make hard decisions that have consequences for their organization, their reputation, and their career. When you’re faced with a tough call, consider two things that make these decisions so difficult: uncertainty about the outcome and value complexity, the notion that any choice you make will negatively affect someone. To reduce the […]
]]>130Every leader has to make hard decisions that have consequences for their organization, their reputation, and their career. When you’re faced with a tough call, consider two things that make these decisions so difficult: uncertainty about the outcome and value complexity, the notion that any choice you make will negatively affect someone. To reduce the uncertainty in a decision, first consider the costs of not acting, and then think carefully about your options. Have you made any assumptions that are holding you back? Are there low-risk, small-scale ways to test your options? To handle value complexity, consider how you can help people understand your decision once you make it. Especially when the decision involves trade-offs that will affect others, you’ll want to be as clear as possible about your intentions.

]]>Help an Employee Return Smoothly from Medical Leavetag:hbr.org,2009-04-14:management-tip.2018/07/25/help-an-employee-return-smoothly-from-medical-leave2018-07-25T06:00:07Z2018-07-25T06:00:07ZWhen an employee returns from a medical leave, it’s their manager’s job to help them ease back into work. The process starts during the leave: The manager should check in with the employee a few times so that they don’t feel cut off from the office. When they’re ready to return, reach out to come […]
]]>130When an employee returns from a medical leave, it’s their manager’s job to help them ease back into work. The process starts during the leave: The manager should check in with the employee a few times so that they don’t feel cut off from the office. When they’re ready to return, reach out to come up with a transition plan, and think through the precise details. For example, ask the employee how they want their return announced, and talk about any schedule changes they need. Make sure the transition plan is phased, since the person may not be ready to return to 100% capacity right away. And consider how you can create a welcoming experience for their first day back, whether it’s meeting them at the door or having flowers and a card waiting for them at their desk. Once they’re back, check in with them more frequently than you normally would, to make sure they feel supported.

]]>Keep a Difficult Conversation on Tracktag:hbr.org,2009-04-14:management-tip.2018/07/24/keep-a-difficult-conversation-on-track2018-07-24T06:00:16Z2018-07-24T06:00:16ZSometimes, despite your best intentions, a difficult conversation veers off course. Maybe your counterpart’s emotions are making progress hard, or the conversation keeps drifting away from the topic at hand. Assess the situation by taking a deep breath, mentally popping out of the conversation — as if you’re a fly on the wall — and […]
]]>130Sometimes, despite your best intentions, a difficult conversation veers off course. Maybe your counterpart’s emotions are making progress hard, or the conversation keeps drifting away from the topic at hand. Assess the situation by taking a deep breath, mentally popping out of the conversation — as if you’re a fly on the wall — and objectively looking at what’s happening. You might even describe it to yourself (in your head): “Every time I bring up the sales numbers, he raises his voice.” Next, state what you’re observing in a calm tone: “It seems as though whenever the sales numbers come up, you raise your voice. Can you help me understand why?” Then suggest a new approach: “If we put our heads together, we could probably come up with a way to move past this. Do you have any ideas?” Returning the conversation to its original goal may be enough to get it back on track.

]]>When Setting Corporate Values, Get Everyone Involvedtag:hbr.org,2009-04-14:management-tip.2018/07/23/when-setting-corporate-values-get-everyone-involved2018-07-23T06:00:06Z2018-07-23T06:00:06ZEstablishing values for your company can have a lasting positive effect. It’s easiest to do early on, when the team is small, but doing it later in the company’s life can still be useful. Follow a process that allows everyone to contribute. Ask people to reflect individually on what’s important to them and what the […]
]]>130Establishing values for your company can have a lasting positive effect. It’s easiest to do early on, when the team is small, but doing it later in the company’s life can still be useful. Follow a process that allows everyone to contribute. Ask people to reflect individually on what’s important to them and what the company values now. Then come together, put everyone’s ideas on the table (or whiteboard), and create a short list of options. Discuss and decide on a group of company values that everyone can commit to. Talk about what each value means, what it looks like in action, and how you’ll evaluate whether people are adhering to it. Lastly, develop a plan for integrating the values into everyday work. It should include the changes you’ll need to make and the practices you’ll need to introduce so that everyone can live the values you’ve jointly identified.

]]>When You’re Put on the Spot in a Meeting, Don’t Panictag:hbr.org,2009-04-14:management-tip.2018/07/20/when-youre-put-on-the-spot-in-a-meeting-dont-panic2018-07-20T06:00:00Z2018-07-20T06:00:00ZBeing put on the spot during a meeting can be an unwelcome surprise. But if you’re prepared to speak up and say something useful, you can turn it into an opportunity to show your expertise. Before your next meeting, look through the agenda and write some notes about questions you have and any points you […]
]]>130Being put on the spot during a meeting can be an unwelcome surprise. But if you’re prepared to speak up and say something useful, you can turn it into an opportunity to show your expertise. Before your next meeting, look through the agenda and write some notes about questions you have and any points you might raise. If you’re called on in the meeting, speak slowly and confidently, and introduce your comments with some context so that colleagues know where you are headed. Of course, if someone asks you a question that catches you off guard, don’t be afraid to say you don’t know the answer. Practice some simple responses for these moments: “I don’t have that information, but I will get it to you by 1 PM.” And always end by asking, “Did I answer your question?”

]]>Choose to Be Kind to Someone Who Annoys Youtag:hbr.org,2009-04-14:management-tip.2018/07/19/choose-to-be-kind-to-someone-who-annoys-you2018-07-19T06:00:59Z2018-07-19T06:00:59ZWhen someone you work with annoys you all the time, chances are you assume the worst about them — and that mindset shows up in your behavior. But it’s important to be civil, and even compassionate, to colleagues, both because so much work is collaborative and because that coworker probably isn’t annoying you on purpose. […]
]]>130When someone you work with annoys you all the time, chances are you assume the worst about them — and that mindset shows up in your behavior. But it’s important to be civil, and even compassionate, to colleagues, both because so much work is collaborative and because that coworker probably isn’t annoying you on purpose. Try to short-circuit your reactions toward them by making yourself do or say something nice. For example, you could compliment them on an idea they raised in a meeting, or offer to help out with a project. Or say your colleague arrives late — yet again — to the weekly team standup. Don’t complain or roll your eyes, and don’t be passive-aggressive with a comment like, “Nice of you to join us.” (That may be your instinct, but fight it.) Instead, say something like, “Welcome. Grab a cup of coffee and we’ll get you up to speed.” This type of generosity of spirit is good for you and your colleague.

]]>Senior Executives Need a Work Allytag:hbr.org,2009-04-14:management-tip.2018/07/18/senior-executives-need-a-work-ally2018-07-18T06:00:15Z2018-07-18T06:00:15ZSenior leadership teams are often political, which can make them feel more competitive than supportive. When you reach the top, you may feel that you’re on your own, or that you can’t take risks or make mistakes. To get the support you need to thrive, find a close ally — a person on your team […]
]]>130Senior leadership teams are often political, which can make them feel more competitive than supportive. When you reach the top, you may feel that you’re on your own, or that you can’t take risks or make mistakes. To get the support you need to thrive, find a close ally — a person on your team you can discuss things with and vent to. Ideally you want to find someone who shares your values. Make them known by regularly bringing up the things you care about, and then seek out someone who responds. Cultivate the relationship by creating opportunities to talk one-on-one. For example, you might catch up before meetings or sit next to each other on a long flight. You can also build the alliance on a personal level by exercising together or carpooling to work. Use the time to discuss new ideas and figure out how to cope with the political game around you.

]]>To Get Help from a Colleague, Emphasize What You Have in Commontag:hbr.org,2009-04-14:management-tip.2018/07/17/to-get-help-from-a-colleague-emphasize-what-you-have-in-common2018-07-17T06:00:30Z2018-07-17T06:00:30ZFew of us enjoy asking for help, and yet we all need it. To encourage someone to respond positively the next time you ask, make them feel that they’d be helping because they want to, not because they have to. Try tapping into the person’s innate human need to belong by emphasizing the importance of […]
]]>130Few of us enjoy asking for help, and yet we all need it. To encourage someone to respond positively the next time you ask, make them feel that they’d be helping because they want to, not because they have to. Try tapping into the person’s innate human need to belong by emphasizing the importance of the team. Use the word “together” in your request, or cite a common goal, enemy, or trait, such as the desire to exceed your team’s sales targets, a rivalry with a competitor in your industry, or a love of superhero movies. Highlighting these shared experiences positions you as part of the person’s in-group. And avoid any language suggesting that they are being instructed to help or have no choice but to say yes. This includes phrases such as “May I ask you for a favor?” (which makes people feel trapped) and “I feel terrible asking you for this” (which sounds apologetic).

]]>Before Hiring a Friend, Set Some Boundariestag:hbr.org,2009-04-14:management-tip.2018/07/16/before-hiring-a-friend-set-some-boundaries2018-07-16T06:00:13Z2018-07-16T06:00:13ZHiring a friend into your company is risky: Can the personal relationship coexist alongside a professional one? But if you approach the situation carefully, it’s possible to work with each other while preserving the friendship. First, make sure you’re comfortable saying no to the person. If you do become your friend’s boss, you’ll need to […]
]]>Hiring a friend into your company is risky: Can the personal relationship coexist alongside a professional one? But if you approach the situation carefully, it’s possible to work with each other while preserving the friendship. First, make sure you’re comfortable saying no to the person. If you do become your friend’s boss, you’ll need to have confidence that their emotional maturity can make the dynamic work. Next, set their expectations about whether they’re likely to get the job. Say something like, “I want to explore the possibility of our working together — but I want to be clear that it might not be a good idea.” Last, think together about how you’d deal with difficult situations that may arise on the job. This will help both of you set the psychological boundaries you’ll need if you’re going to be coworkers in addition to friends.

]]>Can You Explain (in Simple Terms) Your Startup’s Great Idea?tag:hbr.org,2009-04-14:management-tip.2018/07/13/can-you-explain-in-simple-terms-your-startups-great-idea2018-07-13T06:00:04Z2018-07-13T06:00:04ZStartup and technical business leaders often don’t tell their innovation stories well. They rely too much on industry jargon and complex detail to get their points across. This is a huge missed opportunity. When you’re doing good work, you want people to know about it. So whether you’re drafting website copy, a marketing brochure, or […]
]]>130Startup and technical business leaders often don’t tell their innovation stories well. They rely too much on industry jargon and complex detail to get their points across. This is a huge missed opportunity. When you’re doing good work, you want people to know about it. So whether you’re drafting website copy, a marketing brochure, or a press release, follow a few rules. (1) Use simple language to communicate your message. Jargon and complex terminology will only confuse the reader; clear, straightforward writing will draw in a broader audience. (2) Don’t cram many ideas into one story or release. Keep it simple, and build your narrative one idea at a time. (3) Consider hiring professional storytellers. Seek out writers who have crafted op-eds or articles for a variety of publications. It’s not easy to tell stories about complicated topics, but doing so is essential if you want your company’s work to be recognized.

]]>To Use Your Time Better, Track Ittag:hbr.org,2009-04-14:management-tip.2018/07/12/to-use-your-time-better-track-it2018-07-12T06:00:58Z2018-07-12T06:00:58ZIt’s hard to know whether you’re using your time efficiently. Even if you’re always working hard — and stressed out — are you sure you’re spending your time on the right things? To find out, try a time-tracking exercise. For 30 days, use a spreadsheet to log how you spend your time, measuring it in […]
]]>130It’s hard to know whether you’re using your time efficiently. Even if you’re always working hard — and stressed out — are you sure you’re spending your time on the right things? To find out, try a time-tracking exercise. For 30 days, use a spreadsheet to log how you spend your time, measuring it in half-hour increments. It might sound arduous, but this exercise can yield some surprising insights. For example, maybe one of your goals is to read more, in order to explore new ideas, but you’re struggling to find the time. The exercise might reveal that you could combine exercising, cooking, or commuting to work with listening to audiobooks or podcasts. Time tracking might also show you that you’re especially likely to waste certain hours of the day (say, evenings spent scrolling through social media) and that certain tasks carry disproportionate psychological weight (such as managing your email). Only by tracking your time can you truly figure out whether you’re spending it well.

]]>Recover from a Cultural Faux Pastag:hbr.org,2009-04-14:management-tip.2018/07/11/recover-from-a-cultural-faux-pas2018-07-11T06:00:12Z2018-07-11T06:00:12ZA social mistake in another culture isn’t easy to recover from. Maybe it was a joke that misfired, an unintentional violation of personal space, or a misreading of the context that resulted in someone losing face. Before working in another culture, make an effort to understand the etiquette for apologizing. Find out what verbal and […]
]]>130A social mistake in another culture isn’t easy to recover from. Maybe it was a joke that misfired, an unintentional violation of personal space, or a misreading of the context that resulted in someone losing face. Before working in another culture, make an effort to understand the etiquette for apologizing. Find out what verbal and body language people use when faux pas occur. For example, do they say, “Excuse me” or “I’m sorry,” or even smile, laugh, bow, or look away? Do they show contrition or humility, address it publicly or discreetly, simply ignore it? Keep in mind that most cultures don’t have one-size-fits-all rules for reacting to mistakes, and context is key. Observe how people in the culture behave, and talk to those with whom you are building relationships. You could also consider working with a cultural coach so that you’ll be prepared the next time you realize you’ve made a mistake.